PERFORMANCE ANALYSIS OF EMPLOYEES OF THE DIRECTORATE
GENERAL OF TEACHERS AND EDUCATIONAL PERSONNEL MINISTRY OF EDUCATION, CULTURE,
RESEARCH AND TECHNOLOGY
Dicky Martono1,
Veithzal Rivai Zainal2,
Azis Hakim3
Master of Public Administration Study Program at
Krisnadwipayana University1,2,3
Email: dicky.martono@gmail.com1, dr_azishakim@yahoo.com2,
Veithzal47@gmail.com3
Abstract
This research aims to describe the
performance of employees of the Directorate General of Teachers and Education
Personnel of the Ministry of Education, Culture, Research and Technology. The
research method used is descriptive qualitative research with observations and
in-depth interviews. The results of the research are: Overall it is
appropriate, but there is still work overlap that occurs. However, they have
carried out their duties under their main duties and functions as well as their
respective authorities in carrying out their work so that it is clear what is
being done. There are supporting factors including leadership as a work
partner. Provide encouragement and direction. Giving awards. Create a
comfortable workplace. Be a role model for employees. Leadership must be truly
accountable because the leadership's responsibility is very important and
determines the high and low levels of employee work results, as well as
employee performance and morale. The inhibiting factors include a lack of
increased discipline and a lack of management of organizational culture
development. The strategy for improving employee performance at the Directorate
General of Teachers and Education Personnel of the Ministry of Education,
Culture, Research, and Technology is by planning an organizational program,
namely the process of planning, organizing, leading, and controlling the
efforts of organizational members as well as utilizing all organizational
resources to achieve organizational goals. has been determined by the
leadership.
Keywords: Employee performance, Performance
Goals and Targets
Introduction
An
organization is a complex unit that tries to allocate human resources fully to
achieve a goal. If an organization can achieve its stated goals, it can be said
that the organization is effective (Nugraha, 2020). Along with
its development, all organizations are required to be able to compete to
provide maximum service, including government organizations (Rahman, 2020).
Performance is
basically what employees do or do not do (Jamaludin, 2017). Employee
performance influences how much they contribute to the organization. Each job
has specific job criteria, or job dimensions that identify the most important
elements of a job. Organizations or agencies need to know various employee
weaknesses and strengths as a basis for correcting weaknesses and strengthening
strengths to increase employee productivity and development so that employee
performance in each agency must be optimized to achieve the agency's goals. For
this reason, it is necessary to carry out periodic performance assessments that
are oriented toward the past or future. Another reason why resource issues are
considered worthy of special attention is that the success of an organization
is greatly influenced by the individual performance of its employees. Labor
acts as a potential source for carrying out organizational activities. The
potential of every human resource in the organization must be utilized optimally
so that it can provide optimal output. This requires organizations and companies
to always try to improve employee performance to achieve organizational goals.
For this reason,
organizations must consider employee involvement in the organization. The
employee's comfort level with the job and the organization should be considered
by the organization. The higher the level of employee involvement, the higher
the level of performance produced by the employee. Employees will be more
enthusiastic about their work if they are directly involved in organizational
activities, employees will feel more recognized in the organization and the
level of employee comfort with their work will be higher. So that organizations
and employees will experience the same benefits. Organizations will increase
their productivity, while employees will be comfortable and more passionate
about their work. As for employees who are competent in their field within the
organization, the organization will always try to provide support to these
employees in various ways.
Whether or not
organizational goals are achieved depends greatly on the successful
implementation of the responsibilities given to the work implementer. Employee
success can be seen in terms of work performance, workability, and discipline.
If these three elements are implemented well, the results obtained will
certainly be better too. Based on observations made by the author, it appears
that the performance of employees of the Directorate General of Teachers and
Education Personnel of the Ministry of Education, Culture, Research and
Technology still shows low performance. This symptom can be seen from the
phenomena, namely that there are still some employees who slack off on their
work, and there are still employees who do not carry out their responsibilities
seriously. This can be seen from the fact that there are still employees who
neglect their work, resulting in a backlog of work. There are still employees
who lack initiative in carrying out their work. This can be seen from the fact
that there are still employees who wait for orders before carrying out their
work. There are still employees who lack cooperation with other employees. This
can be seen from the lack of caring attitude between each other.
Previous research relevant to this research
includes the Troops-to-Teachers program that provides grants to states to help
military personnel become K-12 teachers
(Khrabrova &
Chappell, 2014) ( Kamarck et al.,
2018) (Isherwood,
1996). The program aims to alleviate teacher
shortages in schools in need and key subjects such as math, science, and
special education (Espinoza et al., 2018). However, it is not yet clear whether the
program achieves its goals because the Department of Defense does not have
complete data on the schools and subjects in which program participants teach.
The knowledge gaps that can be identified from
this study are a lack of emphasis on improving discipline and a lack of
management of organizational culture development (Rohajawati et
al., 2016 ) (Zanko &;
Dawson, 2012). In addition, previous research (Connally
&; Tooley, 2016)( Marzano &;
Toth, 2013) (Efendi &;
Sholeh, 2023) suggests that meaningful evaluation, feedback,
and support for teachers' professional growth are often lacking. This shows
that there is a need to pay more attention to these factors to improve the
performance of employees at the Directorate General of Teachers and Education
Personnel of the Ministry of Education, Culture, Research, and Technology.
The purpose of this study is to describe the
performance of employees of the Directorate General of Teachers and Education
Personnel of the Ministry of Education, Culture, Research, and Technology. The
research method used is descriptive qualitative research with in-depth
observation and interviews. The results showed that overall employee
performance was appropriate, but there was still overlap in work that occurred.
Supporting factors include leadership as a partner, awarding, creating a
comfortable work environment, and being a role model for employees. Meanwhile,
inhibiting factors include a lack of discipline improvement and a lack of
management of organizational culture development.
Method
Result
and Discussion
In general,
work results can be interpreted as employees of the Directorate General of
Teachers and Education Personnel of the Ministry of Education, Culture,
Research and Technology who can provide good results at work. Indicators that
can be seen from the results of the work are:
1)
Effectiveness
a) The quality of
work performed by employees
b) Quantity of
employee work.
2)
Initiative in
work skills
a) Employee
initiative
b) Collaboration
carried out by employees
3)
Work
discipline
a) Comply with
regulations.
b) Employee work commitment
4)
Position
duties responsibilities
a) Employees can
make decisions.
b) Dare to take
and bear the risks faced
From the
results of the interview, it can be concluded that the overall performance
description of employees of the Directorate General of Teachers and Education
Personnel of the Ministry of Education, Culture, Research, and Technology is
appropriate, but there is still work overlap that occurs. However, they have
carried out their duties under their main duties and functions as well as their
respective authorities in carrying out their work so that it is clear what is
being done.
here are several factors
that influence improving employee performance at the Directorate General of
Teachers and Education Personnel of the Ministry of Education, Culture,
Research and Technology. that is:
1.
Personal/individual
factors include elements of knowledge, skills, abilities, self-confidence,
motivation, and commitment possessed by each employee.
2.
Leadership factors include
aspects of the quality of managers and team leaders in providing encouragement,
enthusiasm, direction, and work support to employees.
3.
Team factors, including
the quality of support and enthusiasm provided by teammates, trust in fellow
team members, the cohesiveness and closeness of team members d. System factors
include work systems, work facilities provided by the leadership of the
organization, organizational processes (organization), and work culture in the
organization (organization).
To
improve strategies for improving employee performance at the Directorate
General of Teachers and Education Personnel of the Ministry of Education,
Culture, Research and Technology, namely:
1) Planning an organizational program.
At the Directorate General of Teachers and Education Personnel of the Ministry
of Education, Culture, Research and Technology, the process of planning,
organizing, leading, and controlling the efforts of organizational members as
well as utilizing all organizational resources to achieve organizational goals
has been determined by the leadership. In addition, in managing the performance
of employees of the Directorate General of Teachers and Education Personnel,
the Ministry of Education, Culture, Research and Technology applies education
and training.
2)
Deliberate on organizational
policies. Every time they decide or make a policy related to an organization,
the leadership of the Directorate General of Teachers and Education Personnel
of the Ministry of Education, Culture, Research and Technology always consults
first with their staff.
3)
Cultivate
discipline. The level of discipline at the Directorate General of Teachers and
Education Personnel of the Ministry of Education, Culture, Research and
Technology is very good. With good arrangements of security officers, employees
and appropriate placement, management, and cultivation at the Directorate
General of Teachers and Education Personnel of the Ministry of Education,
Culture, Research, and Technology is very good. Leadership's example is the
beginning of instilling an attitude of discipline and order in the
organization.
4)
Guiding and providing
direction. At the Directorate General of Teachers and Education Personnel,
Ministry of Education, Culture, Research, and Technology, the development of a
conducive, disciplined, and professional work climate culture, coupled with
direction from the leadership, has increased the quality of employees' work.
Conclusion
a.
The overall performance of employees of the Directorate General of Teachers
and Education Personnel at the Ministry of Education, Culture, Research and
Technology is appropriate, but there is still work overlap that occurs.
However, they have carried out their duties under their main duties and
functions as well as their respective authorities in carrying out their work so
that it is clear what is being done.
b.
There are supporting factors, including the leadership as a work partner
being able to try to involve all parties in all work. Providing encouragement
and direction seeks to create a healthy and pleasant work climate to make it
easier for employees to carry out their duties. Give awards to employees who
excel by developing a culture of appreciation and rewards for the performance
of employees who excel. Employees will feel appreciated when they are greeted
or given praise for their work. Creating a comfortable workplace, smoothness,
and order in carrying out their respective duties, all employees at the Directorate
General of Teachers and Education Personnel of the Ministry of Education,
Culture, Research, and Technology are given a special place so they can manage
and manage their workplace. Be a role model for employees. Leadership must be
truly accountable because the leadership's responsibility is very important and
determines the high and low levels of employee work results, as well as
employee performance and morale. Meanwhile, the inhibiting factors are the lack
of increased discipline and the lack of management of organizational culture
development.
c.
The strategy for improving employee performance at the Directorate General
of Teachers and Education Personnel of the Ministry of Education, Culture,
Research, and Technology is by planning an organizational program, namely the
process of planning, organizing, leading, and controlling the efforts of
organizational members as well as utilizing all organizational resources to
achieve organizational goals. has been determined by the leadership. Deliberate
on organizational policies, namely, every time you decide or make policies
related to the organization, the leadership of the Directorate General of
Teachers and Education Personnel of the Ministry of Education, Culture,
Research, and Technology always consults first with their staff. cultivate
discipline, guide, and provide direction.
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